Performance Management System

MEANING OF THE TERM “PERFORMANCE” ,[object Object],[object Object],[object Object]

SCOPE OF PERFORMANCE MANAGEMENT SYSTEM ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

OBJECTIVES OF PERFORMANCE MANAGEMENT ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

PRE-REQUISITES OF PMS PROCESS ,[object Object],[object Object],Pay

PHASES OF PERFORMANCE MANAGEMENT SYSTEM

PHASE 1 ,[object Object],[object Object],[object Object],[object Object]

PHASE 2 ,[object Object],[object Object],[object Object],[object Object],[object Object]

PHASE 3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

ADDRESSING POOR PERFORMANCE ,[object Object],[object Object],[object Object],[object Object],[object Object]

SUPPORTING EMPLOYEE DEVELOPMENT ,[object Object]

TRANSITIONS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

PERFORMANCE MANAGEMENT CYCLE ,[object Object],[object Object],[object Object],[object Object],[object Object]

Plan-Do-Review-Revise Cycle of Performance Management Plan-Do-Review-Revise Cycle of Performance Management takes place at various levels over different timescales

PLANNING ,[object Object],[object Object]

DOING ,[object Object],[object Object]

REVIEW ,[object Object],[object Object]

Acting (Performance Evaluation) ,[object Object]

HIERARCHY OF PERFORMANCE INDICATORS

POTENTIAL PERFORMANCE MANAGEMENT DRIVERS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Performance Culture • Coworker Involvement • Diffuse decision making authority • Risk taking • Coworker cohesion • Innovation • Flexibility • Differential treatment of best and worst Performers • Internal Communication • Future orientation Informal Performance Feedback • Emphasis on amount of effort put into the job • Emphasis on performance strengths • Emphasis on performance weaknesses • Emphasis on personality strengths • Emphasis on personality weaknesses • Emphasis on skills and behaviors needed in the future • Emphasis on specific suggestions for doing the job better • Fairness and accuracy of informal Feedback • Feedback that helps employees do their jobs better • Immediate versus delayed feedback • Manager likelihood to volunteer Informal feedback • Method of delivering informal feedback (e.g., face-to-face, in writing) • Manager knowledgeable about Employee performance Performance Management System • Challenge and applicability of development plan • Employees’ accountability for “things that matter” • Employee understanding of how system works • Employee understanding of performance standards • Extent to which employees receive performance ratings they deserve • Fairness of performance standards • Link between performance management system and organizational strategy • Number of formal reviews received each year • Presence of multi rater feedback • Presence of employee development plan • Presence of procedures for handling grievances with performance reviews • System credibility • Use of rank-ordering

POTENTIAL PERFORMANCE MANAGEMENT DRIVERS Manager–Employee Interaction • Breaks down projects into manageable components • Clearly communicates expectations • Creates work plans and timetables • Diffuses unhealthy rivalries or competition among team members • Encourages employees to be positive and enthusiastic about work • Expresses confidence in employees’ ability to do job • Helps team get started on a new project • Helps attain needed information, resources and Technology • Helps find solutions to problems at work • Holds people accountable • Identifies or removes unnecessary barriers at work (such as unnecessary rules or regulations) • Listens carefully to views and opinions • Measures performance and results • Persuades and encourages others to move in a desired direction • Recognizes and rewards achievement • Translates long-term goals into step-by-step plans • Makes frequent changes to projects and assignments Job Opportunities On-the-Job Development Opportunities Opportunity to: • Spend time with a professional coach • Do challenging and leading-edge work • Experiment and take risks • Have significant accountability and responsibility • Help launch a new business, initiative, or program • Help turn around struggling business • Work with a mentor • Be promoted • Work for strong senior executive team • Work in a different country • Work in a variety of jobs/roles • Work in new business units • Work in new functional areas • Work on the things you do best • Work with a diverse group of people Training • Training content – Business (e.g., accounting, finance) – Diversity – IT – Leadership – New employee orientation – People management (e.g., communication, teambuilding) – Process management (e.g., managing timelines or budgets, resource allocation) – Product – Quality control – Sales – Technical – Other Day-to-Day Work • Challenge of projects and assignments • Connection between successful project completion and incentives such as the following: – Size of annual merit increase – Size of annual bonus – Opportunity for higher performance rating – Opportunity for promotion – Raise in base salary • Employee influence in selecting projects • Employees’ personal enjoyment of their work • Employee understanding of connections between day-to-day work and organizational strategy • Employee understanding of how to complete projects and assignments • Importance of projects to business unit and Organization • Importance of projects and assignments to employees’ long-term careers • Importance of projects and assignments to employees’ personal development • Number of projects and assignments • Time to complete projects and assignments

TARGETING IMPROVEMENT ,[object Object],[object Object],[object Object],[object Object],Improvement

PERFORMANCE MANAGEMENT TO PERFORMANCE IMPROVEMENT ,[object Object],From Performance Management to Performance Improvement Organization Manager Performance Management System Informal Feedback Formal Review Manager- Employee interaction

[object Object],From Performance Management To Performance Improvement Identifying the True Drivers of Performance Leveraging Practices That Drive High Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

FACTORS TO BE CONSIDERED WHEN SEEKING PERFORMANCE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HANDLING GRIEVANCES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

HANDLING GRIEVANCES ,[object Object],[object Object]

GRIEVANCE PROCEDURE ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

GRIEVANCE STAGES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

GRIEVANCE STAGES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

REFERENCE ,[object Object],[object Object],[object Object]

Performance Management System

Performance Management System

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Performance Management System